DOCSLIB.ORG

Terminal - Ashgabat

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Terminal - Ashgabat Terminal - Ashgabat International Airport Turkmenistan Terminal Ashgabat International Airport Location Location A new passenger terminal building (PTB) and related facilities such as aprons, roads and utilities is being developed at the existing Ashgabat International Airport. Program of Requirements The new terminal facility at Ashgabat International Airport will provide a state-of-the-art airport terminal building for 14 million annual passengers (MAP) for the year 2036. Of these passengers 5 MAP are domestic, 9 MAP international passengers. Legenda 1. passenger terminal building The scope for the first phase 2. curb- and landside roads development is a PTB with 146.500 m2 3. parking facilities floor area with 800 departing and 800 4. square and covered parking arriving domestic peak hour passengers 5. concourse and 1.600 departing and 1.600 arriving 6. ‘the star’with airside hotel & waiting area’s international peak hour passengers. Siteplan The terminal conditions will be according to the IATA Level A. International holding lounge in ‘the star’. Departure hall 3 Terminal Ashgabat International Airport Concept The shape of the main Terminal Building is based on the Turkmen Falcon. The edge of the main roof at airside is formed by Oguz Han’s bow. Six arrows are on the roof of the concourse representing the 6 sons. Located at landside in front of the terminal there is a landscaped square with in the middle a fountain. On the square and on the south and north side of the landside area are parking facilities. The building will have completely separated departure and arrival levels. Arrival will be at the top level with a direct vertical connection to the reclaim area and arrival curb at ground level. Departures will be on the level in between the arrival level and the reclaim area level on one floor without level change. Attached to the processor is a Bird’s eye view - Shape of the building is based on the Turkman Falcon. central concourse. The concourse will be divided in an international concourse and a domestic concourse with 24 contact stands. Main dimensions: Building Height 45 m Building Length 710 m Building Width 365 m Main materials: Façade: white marble cladding and glass. Curved roof: metal shingle cladding. Cross section with DEPARTURE and ARRIVAL 4 Terminal Ashgabat International Airport Floorplans Basement Floor (Level -7.000/-5.250) Baggage handling system, airside and landside storage areas, changing rooms with lockers and showers for the personnel, a staff canteen, transformers and other technical areas and two shelters. 1st floor (Level -2.100/0.000) Baggage reclaim areas for domestic and international flight passengers, customs control, welcomers hall with bank, prayer rooms, a clinic, car rental offices, post offices, a hair dresser, VIP and CIP (Commercially Important Passengers) and bus lounges. Basement Floor (Level -7.000/-5.250) Model Axonomitry of all floorplans 1st floor (Level -2.100/0.000) 5 Terminal Ashgabat International Airport Floorplans 2nd floor (Level +5.600) Departure hall with check-in counters, information desk, ticket sales offices, retail shops, stores, food and beverage. After security check, passengers proceed to the passport emigration check, before entering the duty-free area. A large commercial area with retail, sitting areas and food & beverage area provide the necessary comfort for the passengers before entering the central concourse with the gate holding lounges. 3rd floor (Level +11.200) Arriving passengers enter the building with a ramp to this level. From this level 2nd floor (Level +5.600) you have a spacious view over the apron with the aircrafts. On this level is a transfer point, passport control. food & beverage. Also business class lounges for the departing passengers are allocated here. View from the apron on a fixed-link bridge. 3rd floor (Level +11.200) 6 Terminal Ashgabat International Airport Floorplans 4th floor (Level +16.800) At the end of the concourse, in the international part, an airside hotel with 50 rooms is located for transfer passengers. In the central area, around a void, a food and beverage court is located which can be used by departing international passengers or international transfer passenger staying at the hotel. 5th floor (Level +22.400) This floor is dedicated as technical area. Gates and aircraft stands To provide for flexibility in aircraft 4th floor (Level +16.800) stand assignment, 18 stands will double as 9 so-called MARS-stands [Multiple Aircraft Ramp System], and are capable of handling two narrow body code C aircraft simultaneously or one wide body aircraft instead. Consequently six aircraft stands are dedicated single, wide body stands. 5th floor (Level +22.400) 7 Terminal Ashgabat International Airport Colophon Location: Ashgabat, Turkmenistan Principal: Polimeks Istanbul, Turkey. Design & build for government of Turkmenistan Design: NACO, The Hague (The Netherlands) Project architect: ir. Marc Ibelings BNA Start Concept design: August 2013 Completion Concept Design: February 2014 Start of construction: April 2014 Opening: End of 2016 Gross floor space: 146.500 m2 Structural, acoustic, fire safety and mechanical/electric advice: Royal Haskoning DHV, Rotterdam (The Netherlands) Approving authority: ILF and governmental organizations of Turkmenistan View of an open holding lounge in the international departure concourse. Project number: 1796 8 www.ibelingsvantilburg.nl.
Load more

Recommended publications
  • NOVA HQ and Factory Pelitli Koyu Merkez Mah. Pelitli Yolu Cad. No
    NOVA HQ and Factory Phone : +90 262 677 70 00 Pelitli Koyu Merkez Mah. Pelitli Yolu Cad. No: 191 41400 / Gebze - Kocaeli Turkey Email: [email protected] www.nova-tr.com 02 We are a global project management company with a strong production capability We plan, engineer, manufacture and implement anything related to corporate identity of global brands, in metal, wood and acrylic, in any environment, anywhere in the world. We are a proficient and reliable one stop solution partner for an impressive portfolio of highly respected clients around the world. 03 90+ 50.000+ 500+ 50.000 m2 10.000 m2 Country Project Employee Production facility Warehouse e are commited to provide outstanding Wquality, excellence in service, right-at- first-time implementation with a unique way of creating innovative approaches since 1978. Besides our headquarters and factory located in Gebze, we established liasion offices inNurnberg, Baku and Ashgabat to service our global clients. To serve our clients’ local needs like survey, installation and after About Us sales, we established a network of 25+ local partners around the world. 04 STRONG ONE-STOP MANUFACTURING SOLUTION CAPABILITY PROVIDER We operate in a state-of-art 50.000 m2 NOVA has the ability to process main production facility, one floor dedicated raw materials such as wood, metal, to signage and one floor dedicated to acrylic as well as vinyl, lightning and corporate furniture. digital printing applications in house, under one roof. Our Differentiation Points GLOBAL 40 YEARS OF PRESENCE EXPERIENCE Today, we operate in more than 90 From a 60 m2 atelier to a 50.000 m2 countries globally, executed more than state of art manufacturing facility, from 50.000+ projects, has been a business five co-workers with a vision to 500+ partner for global brands in many team of professionals, from a start-up different sectors.
    [Show full text]
  • Risk Assessment and Mitigation in Central Asia
    Risk assessment and mitigation in Central Asia: implications for foreign direct investment and the Belt and Road Initiative This document is an executive summary of research undertaken for the European Bank for Reconstruction and Development (EBRD) by independent academics Alessandro Arduino and Andrew Cainey. The contents of this summary reflect the opinions of the individual authors and do not necessarily reflect the views of the EBRD. Hyperlinks to non-EBRD websites do not imply any official endorsement of or responsibility for the opinions, data or products presented at these locations, or guarantee the validity of the information provided. The sole purpose of links to non-EBRD sites is to indicate further information available on related topics. Terms and names used in this paper to refer to geographical or other territories, political and economic groupings and units, do not constitute and should not be construed as constituting an express or implied position, endorsement, acceptance or expression of opinion by the European Bank for Reconstruction and Development or its members concerning the status of any country, territory, grouping and unit, or delimitation of its borders, or sovereignty. Risk assessment and mitigation in Central Asia: implications for foreign direct investment and the Belt and Road Initiative 1 Contents 1. Executive Summary ................................................................................................................................ 3 1.1. Introduction ...................................................................................................................................
    [Show full text]
  • Kuwait Factory
    TEMSAN CONSTRUCTION AND MACHINERY INC. TEMSAN IN BRIEF Current Fields of Activity : • Industrial facilities, factory buildings, car parks, aircraft shelters, multi-purpose warehouses and hangars, • Multi-storey steel buildings, • Architectural steel structure applications, • Fuel storage tanks with fixed or floating ceilings of various capacities (1 m3 to 100,000 m3) conforming API 650 and BS 2654 standards, • Chemical treatment and process tanks, • Over-head cranes, harbor cranes, portal cranes and conveyor systems, • Steel bridges, • Large size sliding and hinged door systems, blast doors (factories, military aircraft shelters, etc.) • Stadium roofs, theme-park roofs, sports arenas and similar structures. CERTIFICATES • ISO 9001 • ISO 14001 • OHSAS 18001 CERTIFICATES •EN 1090-2 EXC4 • DIN EN ISO 3834-2 ORGANIZATION CHART NUMBER OF PRESENT STAFF JANUARY 2019 TEMSAN SITE TOTAL FACTORY # OF ENGINEERS 18 16 34 # OF TECHNICIANS 16 14 30 # OF ADMINISTRATIVE STAFF 23 6 29 # OF WORKERS 83 238 321 # OF Subcontractors’ WORKERS 154 56 210 TOTAL 294 330 624 WORKING YEARS OF STAFF IN TEMSAN Over Between Between Below Total 25 years 25-15 years 15-5 years 5 years ENGINEERS 34 33 11 17 TECHNICIANS 30 13 8 18 ADMINISTRATIVE 29 54 9 11 STAFF WORKERS 321 4 18 37 262 SUBCONTRACTORS 210 0 22 14 174 TOTAL 624 13 50 79 482 NUMBER OF PRESENT STAFF JANUARY 2019 KUWAIT FACTORY KUWAIT KUWAIT FACTORY FACTORY TOTAL TURKISH INDIAN/OTHERS # OF ENGINEERS 4 7 11 # OF TECHNICIANS 5 5 10 # OF ADMINISTRATIVE STAFF 2 1 3 # OF WORKERS 51 77 128 TOTAL 62 90 152 KUWAIT FACTORY
    [Show full text]
  • Investment Opportunities in Turkmenistan
    Investment Opportunities in Turkmenistan Political Risks Analysis Investment Opportunities in Turkmenistan: Political Risks Analysis Investment Opportunities in Turkmenistan Political Risks Analysis Moscow IIPE 2011 The International Institute for Political Expertise in March-April 2011 organized the research of the investment opportunities in Turkmenistan. This study is the first among the research series by the IIPE on investment climate in the post soviet countries. The research objectives were to identify successful ways of behavior in Turkmenistan as well as analyze the current and potential political risks, and suggest measures to minimize these risks. An additional stimulus to conduct this research in autoritarian Turkmenistan, an abundant with resources country, was the wave of revolutions in the Middle East and North Africa. Consequently, the question has arised regarding the stability of the existing political regime in Turkmenistan. The research involved an analysis of public sources (research and reports of international institutions and media publications) and a major survey among international experts. The survey included sixty participants. Among them, 18 experts participated in a comprehensive ‘deep’ interview and 43 filled in a questionnaire. The experts were comprised of analysts and business representatives from 19 countries (Azerbaijan, Great Britain, Germany, Israel, Iran, Kazakhstan, Republic of South Korea, Norway, United Arab Emirates, Poland, Russia, the United States, Singapore, Turkey, Uzbekistan, Ukraine, France,
    [Show full text]
  • The Geopolitics of Natural Gas Turkmenistan: Real Energy Giant Or Eternal Potential?
    The Geopolitics of Natural Gas Turkmenistan: Real Energy Giant or Eternal Potential? Harvard University’s Belfer Center and Rice University’s Baker Institute Center for Energy Studies December 2013 JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY RICE UNIVERSITY TURKMENISTAN: REAL ENERGY GIANT OR ETERNAL POTENTIAL? BY MARTHA BRILL OLCOTT, PH.D. SENIOR ASSOCIATE RUSSIA AND EURASIA PROGRAM CARNEGIE ENDOWMENT FOR INTERNATIONAL PEACE DECEMBER 10, 2013 Turkmenistan: Real Energy Giant or Eternal Potential? THESE PAPERS WERE WRITTEN BY A RESEARCHER (OR RESEARCHERS) WHO PARTICIPATED IN A BAKER INSTITUTE RESEARCH PROJECT. WHEREVER FEASIBLE, THESE PAPERS ARE REVIEWED BY OUTSIDE EXPERTS BEFORE THEY ARE RELEASED. HOWEVER, THE RESEARCH AND VIEWS EXPRESSED IN THESE PAPERS ARE THOSE OF THE INDIVIDUAL RESEARCHER(S), AND DO NOT NECESSARILY REPRESENT THE VIEWS OF THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY. © 2013 BY THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY OF RICE UNIVERSITY THIS MATERIAL MAY BE QUOTED OR REPRODUCED WITHOUT PRIOR PERMISSION, PROVIDED APPROPRIATE CREDIT IS GIVEN TO THE AUTHOR AND THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY. 2 Turkmenistan: Real Energy Giant or Eternal Potential? Acknowledgments The Center for Energy Studies of Rice University’s Baker Institute would like to thank ConocoPhillips and the sponsors of the Baker Institute Center for Energy Studies for their generous support of this program. The Center for Energy Studies further acknowledges the contributions by study researchers and writers. Energy Forum Members Advisory Board Associate Members Accenture Direct Energy The Honorable & Mrs. Hushang Ansary Hess Corporation Baker Botts L.L.P. Tudor, Pickering, Holt & Co.
    [Show full text]
  • Turkmenistan Under Berdimuhamedow
    Dismantling Totalitarianism? Tu r k m e n i s t a n u n d e r Berdimuhamedow Slavomír Horák Jan Šír SILK ROAD PAPER March 2009 Dismantling Totalitarianism? Turkmenistan under Berdimuhamedow Slavomír Horák Jan Šír © Central Asia-Caucasus Institute & Silk Road Studies Program – A Joint Transatlantic Research and Policy Center Johns Hopkins University-SAIS, 1619 Massachusetts Ave. NW, Washington, D.C. 20036 Institute for Security and Development Policy, V. Finnbodav. 2, Stockholm-Nacka 13130, Sweden www.silkroadstudies.org “Dismantling Totalitarianism? Turkmenistan under Berdimuhamedow” is a Silk Road Paper published by the Central Asia-Caucasus Institute and the Silk Road Studies Program. The Silk Road Papers Series is the Occasional Paper series of the Joint Center, and addresses topical and timely subjects. The Joint Center is a transatlantic independent and non-profit research and policy center. It has offices in Washington and Stockholm and is affiliated with the Paul H. Nitze School of Advanced International Studies of Johns Hopkins University and the Stockholm-based Institute for Security and Development Policy. It is the first institution of its kind in Europe and North America, and is firmly established as a leading research and policy center, serving a large and diverse community of analysts, scholars, policy-watchers, business leaders, and journalists. The Joint Center is at the forefront of research on issues of conflict, security, and development in the region. Through its applied research, publications, research cooperation, public lectures, and seminars, it functions as a focal point for academic, policy, and public discussion regarding the region. The opinions and conclusions expressed are those of the authors and do not necessarily reflect the views of the Central Asia-Caucasus Institute and Silk Road Studies Program.
    [Show full text]
  • Global Cement Magazine: Dearnovember Readers2013
    Shipping Gypsum Supplies Conveying Bagging Lime Concrete Central Asia Silos Solids Dortmund www.globalcement .com gl bal TM Contents Subscribe Ad Index cement MARCH 2020 MAGAZINE WE MEASURE PRECISELY WE CONTROL INTELLIGENTLY ADVANCED INNOVATIVE PROCESS CONTROL MEASUREMENTS – Elements of Artificial Intelligence – Temperature acoustic – Model Predictions, Soft Sensors – Fill-Level structure borne sound – Fuzzy Logic – Torque magnetic – Rule Based Expert knowledge – Vibration velocity – Classical Control Elements Dortmund, Maintenance Germany 01. 04.2020 – free for continuous 02.04.2020 Visit us: non-stop operation Booth D03-4 PetroCem St. Petersburg, Russia 26.04.2020 – 28.04.2020 Visit us: Booth 5.2-5.3 RECLAIMER CHAINS WITH SEALED CHAIN SYSTEM (TYP SCS PO) For over 90 years, KettenWulf, as an expanding global company, has stood for quality, reliability and flexibility. More than 1400 employees develop, manufacture and market customized solutions in the field of bulk material handling industry at ten locations across Europe, America, Australia and Asia. » SCS PO – Permanently Oiled The chain joint is equipped with our special SCS PO design. The one hundred percent oil-tight system allows continuous maintenance-free operation. » Protects the sealed chain joint against contamination » Field-tested under the toughest environmental conditions KettenWulf Betriebs GmbH T + 49.(0)2973.801-0 Zum Hohenstein 15 F + 49.(0)2973.801-228 Designed & manufactured by KettenWulf – www.kettenwulf.com 59889 Eslohe-Kückelheim [email protected] Germany www.kettenwulf.com Subscribe Ad Index GLOBAL CEMENT MAGAZINE: DEARNOVEMBER READERS2013 KIMA Process Control GmbH Shipping Gypsum Supplies Conveying Bagging Lime Concrete Central Asia Silos Solids Dortmund www.globalcement .com March 2020 March (formerly KIMA Echtzeitsysteme GmbH) gl bal TM TM .com MARCH 2020 cement MAGAZINE gl bal cement global For 24 years KIMA Process Control has been working in the www.
    [Show full text]
  • The Violence of Spectacle: Statist Schemes to Green the Desert and Constructing A
    The violence of spectacle: Statist schemes to green the desert and constructing Astana and Ashgabat as urban oases Natalie Koch, Department of Geography, The Maxwell School, Syracuse University Abstract. Kazakhstan and Turkmenistan have been home to the most impressive urban development projects in the entire post-Soviet world. Their capitals, Astana and Ashgabat, now boast uniquely monumental architecture and local leaders have invested heavily in ‘green belt’ projects to surround the cities with lush vegetation, as well as developing green and water-laden public spaces. In doing so, elites have drawn on Soviet-era ‘garden city’ idealism, as well as more recent environmental sustainability narratives. Yet these schemes are anything but sustainable. Unfolding on the arid Central Asian steppe, they depend on heavy irrigation, with water diverted from rivers that already fail to meet regional demands. Employing a comparative approach, I ask why and with what eFFect state planners have sought to craFt Astana and Ashgabat as spectacularly green ‘urban oases,’ when their local climates should deFy the logic oF sustainability. In so doing, I consider urban greening in the two countries as part of a wider phenomenon of statist schemes to green the desert, which have a long and diverse history. Extending the literature on desert greening, I argue that the structural violence they maniFest and perpetuate is best understood by attending to how they operate as a Form of spectacle. Keywords: capital city; urban greening; desert greening; spectacle; Kazakhstan; Turkmenistan Introduction Astana’s Soviet-trained master-plan chieF, Amanzhol Chikanayev once explained to me that, with the rise oF megacities, contemporary approaches to urban sustainability are no longer suFFicient: ‘The old idea oF a city is that it should be comFortable, nice, green.
    [Show full text]
  • World Investment Report 2017
    UNITED NATIONS CONFERENCE ON TRADE AND DEVELOPMENT WORLD INVESTMENT REPORT 2017 INVESTMENT AND THE DIGITAL ECONOMY NOTE The Division on Investment and Enterprise of UNCTAD serves as the focal point for all matters related to foreign direct investment and multinational enterprises in the United Nations System. It builds on more than four decades of experience and international expertise in research and policy analysis on investment and enterprise development, fosters intergovernmental consensus-building, and provides technical assistance to over 150 countries. The copyright of the material in this publication rests with UNCTAD. It may be freely quoted or reprinted, but acknowledgement is requested, together with a reference to UNCTAD and this Report. A copy of the publication containing the quotation or reprint should be sent to the UNCTAD Secretariat (e-mail: [email protected]). UNITED NATIONS PUBLICATION Sales No. E.17.II.D.3 ISBN 978-92-1-112911-3 eISBN 978-92-1-060703-2 Copyright © United Nations, 2017 All rights reserved Printed at United Nations, Geneva ii World Investment Report 2017 Investment and the Digital Economy PREFACE In 2016, global flows of foreign direct investment fell by about 2 per cent, to $1.75 trillion. Investment in developing countries declined even more, by 14 per cent, and flows to LDCs and structurally weak economies remain volatile and low. Although UNCTAD predicts a modest recovery of FDI flows in 2017–2018, they are expected to remain well below their 2007 peak. These developments are troublesome, especially considering the enormous investment needs associated with the Sustainable Development Goals, detailed in UNCTAD’s Action Plan for Investment in the SDGs.
    [Show full text]
  • Turkmenistan: a Model Kleptocracy
    Turkmenistan: A Model Kleptocracy Report by Crude Accountability June 2021 1 Published by: Crude Accountability Copyright © 2021 Crude Accountability This report may be quoted from or copied as long as the source/authors are acknowledged. Crude Accountability assumes full responsibility for the contents of the report. While we have made every effort to ensure the accuracy of the information presented in the report, we cannot be held liable for any errors, omissions or inconsistencies. Copies of this report are available on crudeaccountability.org Turkmenistan: A Model Kleptocracy Crude Accountability 2 Table of Contents Foreword 05 Key Findings 06 Introduction 07 Chapter 1. The Hidden Economy of Turkmenistan 11 Chapter 2. The Worst Place in the World to Do Business 40 Chapter 3. Turkmenistan Incorporated: The President’s Family 69 Chapter 4. Imprisoned Government Officials and Their Crimes 102 Conclusion 113 Turkmenistan: A Model Kleptocracy Crude Accountability 3 Crude Accountability is an environmental and human rights Who We nonprofit organization that works with communities in the Caspian and Black Sea regions who battle threats to local Are natural resources and the negative impacts on their health. Crude Accountability works on the local, national, regional, What We and international levels in partnership with active communities and organizations committed to a just and Do environmentally sustainable world. Since 2013, Crude Accountability has been a founding Prove member of the Prove They Are Alive! campaign. The campaign works to protect the rights of a large number of detainees serving long-term sentences in Turkmen Campaign prisons, about whom no information is available since their sentencing.
    [Show full text]
  • Annual Report 2014
    ANNUAL REPORT 2014 Our Story Notes: Data in this report are drawn from the most recent available statistics from UNICEF and other United Nations agencies, annual reports prepared by UNICEF country offices and the Annual report of the Executive Director of UNICEF presented to the Executive Board, 16–19 June 2015. All amounts are in US dollars unless otherwise specified. For any corrigenda found subsequent to printing, please visit our website at <www.unicef.org/publications>. ISBN: 978-92-806-4809-6 © United Nations Children’s Fund (UNICEF) June 2015 Front cover: Preschoolers Hardik and Sheetal play at a centre in Gujarat, India, where UNICEF supports early childhood education. © UNICEF/INDA2013-00068/Singh MESSAGE FROM THE EXECUTIVE DIRECTOR UNICEF Executive Director Anthony Lake visits a child-friendly space in Ouham Prefecture, Central African Republic. © UNICEF/NYHQ2014-0070/Flynn A future – and a world – in which every child new threats like the Ebola outbreak that could has a fair chance in life. roll back years of progress. Millions continued to be denied their right to a fair chance – The chance to live and to grow strong. To because of the family into which they were play and to learn. To reach the fullness of born, the community or country in which adulthood willing and able to pass the same they live, or other circumstances beyond fair chance on to the next generation. their control. Because of their gender or their ethnicity. Because they live with a disability. This is the world we imagine for children – every year. And in 2014, UNICEF worked hard What does the future hold for the children at to close the gap between what we imagine greatest risk and in greatest need? For their for children and what we are able to achieve.
    [Show full text]
  • Phase 3 Report on Implementing the Oecd Anti
    PHASE 3 REPORT ON IMPLEMENTING THE OECD ANTI-BRIBERY CONVENTION IN TURKEY October 2014 This Phase 3 Report on Turkey by the OECD Working Group on Bribery evaluates and makes recommendations on Turkey’s implementation of the OECD Convention on Combating Bribery of Foreign Public Officials in International Business Transactions and the 2009 Recommendation of the Council for Further Combating Bribery of Foreign Public Officials in International Business Transactions. It was adopted by the Working Group on 17 October 2014. This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. 2 TABLE OF CONTENTS EXECUTIVE SUMMARY ........................................................................................................... 5 A. INTRODUCTION .............................................................................................................. 7 1. The on-site visit .................................................................................................................. 7 2. Summary of the monitoring steps leading to Phase 3 ........................................................ 7 3. Outline of the report ........................................................................................................... 7 4. Economic background ........................................................................................................ 8 5. Turkey’s foreign
    [Show full text]